Tag Archives | Exploitation

Future-proof Companies: Combining Agility with Ambidexterity

By on July 16, 2020

From frequent discussions and readings I have come to realize the following: Agility and Ambidexterity can be considered two distinct organizational capabilities and design aspects for future-proof companies (-to-be) that often get mixed up or even confused: Agility: Organizational capability of dealing with uncertainty and adapting a company’s core business to (rapid) changes in the […]

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Digital Transformation: Dual Approach to Business Model Innovation

By on June 14, 2020

Recently, Karolin Frankenberger from University of St. Gallen gave a worthwile presentation, one chart of which neatly illustrates why Dual Innovation is essential nowadays: Digitally transforming a company calls for true ambidexterity, i.e. simultaneously succeeding on the S-curve of today’s business model AND that of the future business model which is supposed to eventually supersede […]

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Dual Innovation at a Glance

By on November 13, 2019
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Innovation Follows Culture Follows Structure

By on April 3, 2019

Once in a while you run into ideas which are refreshingly thought-provoking, while at the same time seeming to be resonating with your own view. This holds for the key statements in “Loonshots: How to Nurture the Crazy Ideas That Win Wars, Cure Diseases, and Transform Industries”, a worthwile new book by theoretical physicist and […]

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Scaling-Up: The Foundation

By on September 11, 2018

This is the first part of a two-part lead article, co-written with Frank Mattes. The – in the truest sense of words – ‘billion-dollar-question’ we are addressing is: How can companies generate more business impact from non-incremental innovation? The solution to this question lies in the middle part of an end-to-end process for non-incremental innovation. […]

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Dual Innovation Ecosystem Strategy: Broker vs. Orchestrator

By on August 3, 2018

Being faced with disruption and increasing pace of change, many established companies fail to keep up. They often turn out to be ill-prepared to innovate under uncertain and time-critical conditions. Rather than going it alone, some companies reach out to suitable partners with the aim to build up innovation ecosystems that complement the companies’ capabilities, competences and strategies. A decisive question is: What types of ecosystems […]

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Future-proof Your Innovation Management: Dual Innovation

By on October 12, 2017

This article was co-written with Frank Mattes.   Being among the pioneers (see e.g. here or here) in making the case that dual approaches to modern corporate innovation are mandatory for innovation impact, we have recently been delighted about two things: First, more and more companies are appreciating our arguments as the following data suggest […]

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Hallmarks of Organizational Ambidexterity

By on August 27, 2017

If you are a frequent reader of this blog, you may know we’ve been relentlessly highlighting the importance of organizational ambidexterity as vital requirement for modern dual corporate innovation approaches. Managing today’s business and creating future’s business successfully at the same time is probably the most demanding, yet indispensable challenge for future-proof organizations and their leaders. But what are hallmarks of successful organizational ambidexterity? What do […]

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The Firm of the Future Will Manage Two Types of Businesses

By on January 20, 2017

Bain and Company has just published a worthwile article, debating on the question: What will the firm of the future look like? Among several characteristics, the authors also particularly anticipate future-proof companies to be required to manage two types of businesses by deploying distinct “engines”: Companies have always pursued innovation in their core business. Clayton Christensen has called […]

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Organizational Agility Entails Complementary Innovation

By on August 2, 2016

Recently, I’ve come across a couple of posts and articles debating on the question: In order to increase agility, should organizations aim to become more nimble across their existing structures or should they capitalize on separated units/ventures – such as innovation or digital labs – being dedicated to initiate and develop explorative ideas and opportunities? Let’s define agility as […]

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